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1 Washington program shifts from planning to schedule‑driven execution, oversight reports
Summary
Oversight consultants told the Technology Services Board that the 1 Washington enterprise transformation has moved from planning to execution, with a new transformation layer, integrated master schedule and cohort model; members raised capacity and funding concerns as key risks.
The Technology Services Board heard an update on the 1 Washington enterprise transformation, which oversight staff said has moved from planning to a schedule‑focused execution phase.
Deanna Brocker (deputy director, strategy management, WATECH) chaired the presentation and introduced oversight consultant Kathleen Lisonbee, who said the program has established an integrated master schedule and is identifying agency milestones and resource constraints before locking the baseline. Lisonbee emphasized traceability, configuration and tenant management as primary oversight focal points.
Program sponsors described a transformation layer (a crosswalk) that will allow agencies unable to fully remediate legacy systems to map transactions into Workday, reducing the risk of an all‑at‑once go‑live. The team said a sandbox Workday environment has been extended to agencies for testing and that cohorts of agency staff (55 hires from 68 interviews) have begun training to support agency milestones.
Board members welcomed the shift to a cohort model but flagged agency funding, staffing capacity and integration/testing complexity as the biggest operational risks. Presenters said the program will validate the remapped schedule with agencies through the cohorts, adjust baselines as needed and prioritize stability over premature readiness claims.
What’s next: Cohort‑based validation of the integrated schedule, continued work on the transformation layer, and agency‑level milestone tracking ahead of phased rollouts.
